Employees' perceptions of and motives for complying with corporate social responsibility: the moderating role of cultural values

Since managers in multinational organizations seek to transfer organizational practices across cultures by adapting them to different institutional environments, the extent to which individual differences in cultural values affect the effect of those practices on motivation to engage in socially responsible behavior becomes an important research question. A theoretical model is suggesting that individual differences in cultural values affect the strength of the relationship between CSR perceptions and employees??? motives toward socially responsible behavior, and how CSR motivation affects socially responsible behaviors (i.e., behaviors reflecting employees??? concerns that extend beyond the organization's economic goals, such as citizenship behavior). Survey data were collected from working adults in Germany and Egypt. Results indicated a moderating effect of individual differences in collectivism (but not power distance) on the relationship between CSR perceptions and CSR motivation. Further, CSR motivation predicted citizenship and engagement (but not turnover or sabotage)